Katarina Railko has spent years at the intersection of hospitality, travel, and large-scale events, shaping operations that put guest experience and environmental stewardship on equal footing. Fresh from earning “Greener Arena 2025 – Highly Commended” on the first application, she reflects on what it takes to make sustainability a core operating system, not a side project. Speaking from the floor of a busy venue, she shares the practical moves, governance habits, and partnerships that carried the team from ambition to verified action.
You earned “Greener Arena 2025 – Highly Commended” on your first try. Which AGF criteria were most challenging, which scored highest, and what prep steps got you there? Please share specific metrics, timelines, and one behind-the-scenes story that shows the team’s approach.
The most challenging area was knitting dozens of operational threads into consistent evidence for assessment. Our strongest performance sat where culture met process: accessibility, community engagement, and responsible resource use. We prepped by mapping every AGF criterion to a live operating check, so show-day habits produced audit-ready proof. My favorite moment was a stormy load-in when our team calmly rerouted waste docks and access lanes within minutes, keeping the show and the sustainability plan perfectly aligned.
Claire O’Neill praised your “tenacity.” What concrete hurdles did you overcome to impress AGF, and how did the team respond in the moment? Walk us through a pivotal decision, the data you used, and the outcome you measured.
We faced a critical choice when a late-stage production request threatened to spike resource use. We pulled operational logs and supplier specs to present lower-impact alternatives that preserved the design intent. The team rallied around a “design the constraint” mindset, not a “say no” stance. The result was an elegant compromise that protected show quality and strengthened our application narrative.
AGF assesses resource use and emissions. What are your current energy and carbon baselines, and which measures delivered the biggest cuts? Detail the sequence of actions, the tech you chose, and year-over-year numbers that proved impact.
We established baselines through utility data and show-by-show metering, then locked them into our governance cadence. The sequencing prioritized demand reduction, smarter scheduling, and cleaner supply. We leaned on controls and operational changes before specifying new hardware. Year to year, our proof is consistency: the same shows running smoother on less, verified through repeatable logs rather than one-off heroics.
Waste management was highlighted. How do your sorting, reuse, and supplier policies work on a show day, from dock to back-of-house to front-of-house? Share diversion rates, contamination challenges, and a practical example of fixing a recurring issue.
We start at the dock with supplier briefings and pre-labeled streams to reduce confusion. Back-of-house, supervisors audit materials in real time and correct cross-stream slips early. Front-of-house, our signage mirrors back-of-house streams so fans aren’t guessing. A recurring packaging issue was solved by redesigning kit deliveries and training the crew to open and flatten materials at source.
Accessibility is part of AGF’s criteria. What specific upgrades improved guest and staff access, and how did you test them during major events? Explain your audit process, feedback loops, and any measurable changes in satisfaction or incident rates.
We focused on clear wayfinding, step-free routing, and staff support that anticipates needs. Tests happened under real pressure during large shows, with shadow routes and escorts ready. Audits combined walk-throughs, radio logs, and post-event feedback to close gaps quickly. The tone changed noticeably: guests reported smoother arrivals, and our team moved from reactive fixes to proactive care.
Biodiversity protection can be tricky for arenas. What local ecosystem measures did you implement, and how do you monitor them? Describe partnerships, maintenance routines, seasonal adjustments, and one measurable outcome you’ve seen on or around the site.
We prioritized low-impact grounds care and habitat-friendly maintenance around the site. Partners advised on plant choices and seasonal timing to minimize disturbance. Our checks align with weather patterns and the events calendar, so nothing is left to chance. We’ve seen steadier site activity in quieter zones, a small but meaningful sign of resilience.
Community engagement was noted as a strength. Which programs or partnerships are delivering real benefits, and how do you track those results? Give an example with participation numbers, budget, and a story from a community member or staffer.
We center programs that create access, skills, and pride in place. Tracking combines attendance, volunteer hours, and qualitative stories from participants. One staffer described a neighborhood tour that turned skeptical residents into event-day ambassadors. That shift in voice matters; it outlasts any single show.
You’re targeting carbon net zero by 2030. What’s your roadmap year by year, and where are the biggest gaps today? Break down scopes, interim targets, procurement shifts, and the verification methods you’ll use to stay on track.
Our path to 2030 stacks reductions first, then residuals, with clear scope boundaries. We’re reworking procurement to prioritize lower-impact inputs and services, not just price. Interim milestones sync with annual planning cycles so budget and emissions move together. Independent verification underpins each step, because credibility is the currency of this journey.
You aim to go “beyond the industry average.” Which innovations set you apart, and how did you de-risk them? Share a pilot you ran, the data you collected, any cost overruns, and how you scaled or pivoted after the trial.
We treat pilots as mini-productions with clear success criteria and a safe fail path. One trial paired operational tweaks with new tools during a high-pressure event to test durability. We collected live operational data and crew feedback rather than chasing vanity numbers. Lessons fed into scale-up, and anything that didn’t earn its place was parked without drama.
Expedition Two followed Expedition One and Act 1.5 Presents. What tangible outcomes came from these gatherings, and how did they feed into your operations? Describe a startup collaboration, a test you ran onsite, and the metrics you’re watching.
Expedition Two created a bridge between ideas and arena reality. We hosted innovators, stress-tested concepts in our workflows, and captured what stuck. One collaboration moved from pitch deck to a contained on-site test during live operations. We’re watching reliability, crew acceptance, and fit with our net zero path.
Liverpool is the UN’s first Accelerator City for Climate Action. How does that status change your priorities, funding, or partners? Outline a concrete initiative, your role within the city ecosystem, and what success will look like in 12 months.
Being part of Accelerator City sharpens our focus and expands our circle. We plug arena-scale needs into city-scale solutions, aligning timelines and funding windows. A current initiative ties venue operations to broader urban climate goals. In 12 months, success looks like shared playbooks and repeatable results others can adopt.
Eddie Dos Santos mentioned setting a benchmark ahead of industry standards. Which benchmarks are you using, and where do you currently outperform? Provide comparative figures, the sources you rely on, and one area where you’re still catching up.
We anchor on AGF criteria and our internal baselines, not shifting goalposts. Outperformance shows in verification earned early and a culture that sustains it. We rely on accredited frameworks and cross-checks to avoid self-assessment bias. We’re still pushing hard on embedded emissions where influence is shared, not absolute.
The AGF process is rigorous. How did your internal governance work—who owned decisions, what tools tracked progress, and how did departments coordinate? Give a step-by-step of a typical monthly review, including dashboards, actions, and follow-ups.
Ownership sat with operations, but every department had defined accountabilities. Monthly reviews opened with live dashboards, moved to show-day learnings, and closed with commitments. Actions were time-bound and visible, so progress couldn’t hide. The next month began with proof, not promises.
Big tours can strain sustainability plans. How do you align touring production with your policies without hurting the show? Share a real negotiation, the compromises made, the data you presented, and the final performance results.
We start by listening to the creative brief and understanding non-negotiables. Then we present operational data that protects impact and the production’s artistry. A recent negotiation traded a resource-heavy element for a smarter configuration that audiences loved. The performance landed beautifully, and the crew left with a playbook they can use elsewhere.
For venues starting this journey, what first three moves matter most, and what should they postpone? Offer cost ranges, quick-win metrics to chase in the first 90 days, and a cautionary tale from something you’d do differently now.
Start by mapping operations to a trusted framework, tightening controls you already own, and training people. Postpone flashy hardware until your processes consistently produce evidence. In the first 90 days, chase clarity, compliance, and confidence on show days. Our cautionary tale is simple: don’t skip the dry runs, because pressure exposes every loose thread.
Do you have any advice for our readers?
Treat sustainability like showcraft: rehearse, refine, and make excellence repeatable. Build policies that live in headsets, load-ins, and guest journeys, not just slide decks. Share what works and what doesn’t, because the sector rises together. And keep 2030 in your ear like a countdown—urgent, focused, and absolutely achievable.
